Social performance continued From this information <strong>the</strong> Group clearly understands what regions and core plays we have strengths in and, through identifying any gaps in <strong>the</strong> geoscience skill set, we will also be used as a recruitment tool in <strong>the</strong> geoscience area. Overall in 2006, over 50% of <strong>Tullow</strong> employees took part in training and our goal is to significantly increase this in 2007. During 2007, <strong>the</strong> Board will be taking part in tailored training events and executive Directors and senior management are participating in a Board-approved development programme. The outcome of this project will enable us to formally capture <strong>the</strong> core competencies and skills which we believe have played an essential part in <strong>Tullow</strong>’s success and are fundamental to <strong>the</strong> future growth of <strong>the</strong> Group. A process will <strong>the</strong>n identify and develop those competencies and skills in managers at all levels in <strong>Tullow</strong>. Having fun for charity Many <strong>Tullow</strong> employees undertake fundraising activities as individuals and <strong>Tullow</strong> contributes to any funds raised as extra encouragement for <strong>the</strong>ir efforts. Often <strong>the</strong>y will persuade colleagues to participate and a number of larger group events are undertaken. Charities and projects sponsored, during 2006, included Friends of Chernobyl’s Children, Jack & Jill Foundation, Irish Cancer Society, Breast Cancer, <strong>the</strong> Gorilla Organisation, Haematology Research Fund, Cancer Research, BBC Children in Need, Heart Research and SportAid through participation in <strong>the</strong> JPMorgan Chase Corporate Challenge, to name but a few. Engaging and communicating A critical element in achieving our goal of strong and lasting relationships with all our key stakeholders is being open and transparent in our communications, and proactive in working with all of <strong>Tullow</strong>’s key stakeholders. Employees <strong>Tullow</strong> communicates internally at several levels. Toge<strong>the</strong>r with our core policies, we have an ongoing programme of employee communications, team building exercises, briefings and ‘town hall’ meetings as well as weekly and monthly reporting systems. All public information is circulated and highlighted via ‘News’ on <strong>the</strong> Group’s Intranet, which also contains feeds and links to all public documentation and news releases. During 2006, <strong>the</strong> Group amalgamated various office intranets into a ‘one <strong>Tullow</strong>’ enhanced intranet as <strong>the</strong> first phase of a project that aims to fully integrate information management and communication across <strong>the</strong> Group. In autumn 2006, <strong>Tullow</strong> launched a Group-wide Information Management Programme (IMP), which will provide a suite of procedures, systems and tools to promote <strong>the</strong> effective use of information across <strong>the</strong> Group. Phase one of <strong>the</strong> IMP includes an enterprise-wide document management system, a Geographical Information System (GIS) portal and a data framework to help employees manage <strong>the</strong> information <strong>the</strong>y use and require in <strong>the</strong>ir role. Communicating with and providing support to employees through <strong>the</strong> change to new IT systems and working practices is at <strong>the</strong> heart of <strong>the</strong> IMP, and includes system demonstrations, workshops, in-house training and feedback sessions and <strong>the</strong> IMP has a dedicated section on <strong>the</strong> intranet. Communities and interest groups All our major projects, local operations, business units and country managers engage with <strong>the</strong>ir local communities in a variety of ways. Operating companies and local offices are responsible for implementing any social or community commitments assumed under <strong>the</strong> terms of PSCs and licences. The first step in this process is a dialogue with local community leaders to understand <strong>the</strong>ir needs. Through our ‘Working with Communities’ initiative we also support and sponsor a variety of social projects and seek to foster self-sustaining local enterprise. This provides essential economic development, as does our commitment to hiring and training local personnel where possible. Throughout <strong>Tullow</strong>, <strong>the</strong>re are various community affairs groups, environmental liaison committees, environmental monitoring and surveys conducted and disclosed, emergency exercises undertaken, site visits, complaints handling procedures and awareness campaigns for local topics of interest or importance in aspects of <strong>the</strong> environment, health and safety. Government, partners and contractors Our goal is clear and it is to be partner of choice within <strong>the</strong> industry. This means we work very hard on building and fostering strong relationships with governments, partners and <strong>the</strong> numerous contractors that work with <strong>Tullow</strong> and contribute to our success. We engage with governments and government organisations in areas that can affect our ability to operate and grow. Key areas of interaction are <strong>the</strong> awarding of licences, compliance with regulations, and securing <strong>the</strong> permissions and clearances necessary to conduct our onshore and offshore operations. <strong>Tullow</strong> has strong links with o<strong>the</strong>r oil and gas companies around <strong>the</strong> world, through joint venture partnerships and contracting of work. This provides an excellent forum to discuss EHS issues and concerns and find innovative ways to solve issues. An example of this is <strong>the</strong> Sou<strong>the</strong>rn North Sea EHS Network. Companies with activities in <strong>the</strong> area meet on a quarterly basis to discuss and implement improvements relative to <strong>the</strong> local EHS agenda. 34 <strong>Tullow</strong> <strong>Oil</strong> <strong>plc</strong> Corporate and Social Responsibility <strong>Report</strong> 2006
1 and 6 Great Gorilla Run. 2 Breakthrough Breast Cancer Walk. 3 and 8 BBC Children in Need. 4 Irish Cancer Society. 5 JPMorgan Chase Corporate Challenge. 7 touraid. 9 Hematology Research Fund. 1 2 3 4 5 6 7 8 9 <strong>Tullow</strong> <strong>Oil</strong> <strong>plc</strong> Corporate and Social Responsibility <strong>Report</strong> 2006 35
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